Santiago Ibarreche © 2003 Session 13: Total Quality Management Total Quality Tools and Strategic Management

Santiago Ibarreche © 2003 What Do You Need to Run a Business? You need to know where you are going You need to know how you will get there You need to have a process and discipline to achieve what you want

Santiago Ibarreche © 2003 Ibarreche’s Rules of Strategic Management 1. There ain’t no such thing as a free lunch 2. Everything is a function of everything else 3. You must know who has the pan by the handle 4. Opportunity is bald and you must grab it by the hair 5. In this betraying world nothing is true or is lie It all depends on the color of the glass you are looking by 6. Even the best plans are worthless without actions

Santiago Ibarreche © 2003 IDEAS IN ACTION © Identify what is relevant Define Parameters Expectations and Actual Analysis of Trends Synthesis

Santiago Ibarreche © 2003 IDEAS IN ACTION © Ideas for Strategies Nurturing Strategies

Santiago Ibarreche © 2003 IDEAS IN ACTION © Analysis of Options Change of Structures Training and Development Implementation Organization for Learning and Growth Nothing is as Permanente as Change

Santiago Ibarreche © 2003 Identification of What Is Relevant Vision, Mission, Purpose, Goal, Aims, and Targets Elements of a Mission Statement Importance of Mission Statements

Santiago Ibarreche © 2003 Defining Parameters Identifying Measures Linkage between Strategies, Measures, and Actions Identifying Perceptions Relevance and Congruence Understanding the concept of system

Santiago Ibarreche © 2003 Expectations Vs. Actual Defining Expectations The role of the leader Defining gaps

Santiago Ibarreche © 2003 Analysis of Trends Defining different types of environments Analyzing trends in the environment Social environment Business Environment Task Environment Competitive Analysis Value Analysis Financial Analysis Defining Issues  Corporate Culture

Santiago Ibarreche © 2003 Synthesis (S. W. O. T.)  General tools for Analysis Statistical Tools Quality related tools  House of Quality  Other tools Logical tools The S. W. O. T. Analysis

Santiago Ibarreche © 2003 Idea Generation  Elements of strategies  Types of strategies (Theoretical Framework) Corporate Strategies Business Strategies Operational Strategies  Introduction to the creative process  Techniques for generating ideas  Definition of strategies

Santiago Ibarreche © 2003 Nurturing of Ideas  Judging Ideas  Fleshing out ideas  Defining Strategies  Defining options

Santiago Ibarreche © 2003 Analysis of Options  Defining performance  Defining assumptions  Planing Vs. looking at future  Contingencies  The role of leadership

Santiago Ibarreche © 2003 Change of structures  Defining change  Dealing with resistance to change  Changing mentality  Changing culture  Constant change  The role of leadership

Santiago Ibarreche © 2003 Training and Development of Resources  Aptitudes and attitudes  Defining training and developing needs  Incorporating training and development into everyday work  The role of leadership

Santiago Ibarreche © 2003 Implementation  From corporate to business to operational strategies  Revisiting resistance to change  Involvement  Empowerment  Instrumentation  Discipline  The role of leadership

Santiago Ibarreche © 2003 Organization for Learning  The role of learning in growth and development  Systems Thinking  Learning tools  Innovation  Perseverance in change  Paradoxes  The role of leadership

Santiago Ibarreche © 2003 Nothing is as permanent as change  Information infrastructure  Constant scanning  Weak signals management  Revisiting the IDEAS  Future and past